CUED Publications database

Effect of innovation management consultancy services on the R&D and marketing relationship

Rincón- Argüelles, L and Minshall, THW and Phaal, R Effect of innovation management consultancy services on the R&D and marketing relationship. In: IAMOT 2013, 2013-4-14 to 2013-4-18, Porto Alegre, Brazil. (Unpublished)

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Abstract

It has been suggested that management consultants (MC) could promote changes on organizational relationships since their activities can bring different communities together and improve communication processes between groups within an organisation. Existing studies about the impact of MC on their clients have been mainly focused on the general analysis of the use of consultants instead of specific types of services. Although the effect of MC conducting organizational development (OD) or human process interventions on intra-organizational relationships has been studied, the impact of specific types of management consultancy service, such as innovation management consultancy services (IMCS) on intra-organizational relationships has not being addressed. Successful innovation requires the effective collaboration between R&D and marketing areas, since both areas share responsibilities along the product innovation process. However, there are individual and organizational factors that could impede effective integration and collaboration. Some researchers have explored possible solutions to improve this relationship. It has been suggested that management consultants could improve intra-organizational relationships within their clients. Research exploring the impact of innovation management consultants (IMC), one type of management consultants, on organizational relationships is virtually non-existent. Therefore, the objective of this research is to explain how innovation management consultancy services could contribute to modifying the relationship between R&D and marketing. This research used an empirical approach to generate a preliminary framework in order to explain how innovation management consultancy services could contribute to modify the R&D-marketing relationship. Twelve case studies were carried out. Evidence was obtained through interviews with innovation consultants, innovation directors, marketing managers, and R&D managers or leaders. These case studies comprised different types of IMCS conducted in large companies from different industrial sectors. Analysis was conducted following a grounded theory approach as well as within and cross-case analysis. Based on our review of the literature and empirical evidence, a preliminary framework has been developed which connects the different activities conducted by the consultant with the results and changes observed on the R&D and marketing relationship. This framework helps to identify some relevant conditions under which innovation management consultancy firms could have an impact on the R&D–marketing relationship. The results presented here are partial results of an on-going research project. A further research stage will be required to validate this framework.

Item Type: Conference or Workshop Item (UNSPECIFIED)
Subjects: UNSPECIFIED
Divisions: Div E > Strategy and Policy
Depositing User: Cron Job
Date Deposited: 17 Jul 2017 20:20
Last Modified: 18 Feb 2021 16:13
DOI: